<p>Osnovni istraživački problem ove disertacije predstavlja selekcija indikatora performansi u postupku razvoja modela ključnih indikatora performansi za potrebe upravljanja i transparentnosti institucija visokog obrazovanja, uzimajući u obzir pre svega različite potrebe zainteresovanih strana u sistemu visokog obrazovanja. Konstatovano je da postoje razlike u oceni relevantnosi indikatora performansi između zainteresovanih strana, &scaron;to je predstavljalo osnovu za razvoj modela ključnih indikatora performansi institucija visokog obrazovanja i definisanje klasa relevantnih indikatora prema uočenim razlikama. Doprinos istraživanja ogleda se pre svega kroz nove informacije za naučnu i stručnu javnost koje mogu predstavljati kvalitetne podloge daljem razvoju u oblasti ključnih indikatora performansi institucija visokog obrazovanja, odnosno daljem unapređenju upravljačkih mehanizama ovih institucija.</p> / <p>The basic research problem of this dissertation is the selection of performance indicators in the process of developing a model of key performance indicators for the needs of governance and transparency of higher education institutions, taking into account the different needs of stakeholders in the higher education system. It was found that there are differences in the assessment of the relevance of the performance indicators among stakeholders, which provided the basis for the development of a model of key performance indicators of higher education institutions and the definition of classes of relevant indicators according to the observed differences. The contribution of the research is primarily reflected in new information for the scientific and professional public, which can be a good basis for further development in the area of key performance indicators of higher education institutions, or further improvement of the management mechanisms of these institutions.</p>

<p>The purpose of this paper was, on the basis of the association’s annual reports, to describe appropriate key performance indicators for non-profit associations. The purpose was furthermore to study how the associations show their goal-attainment.</p><p> </p><p>The research was delimited to contain the second category of non profit associations, which include sports associations. The authors choose three non profit associations, which according to the law, shall draw up annual reports. The three ice hockey associations HV71, MODO Hockey and Frölunda Hockey Club, were thereafter chosen on the basis of those delimits. The research was furthermore delimited to include the parent associations only.  </p><p> </p><p>The authors obtained the basis of the paper through studies of literature and annual reports and via an interview. The authors described different key performance indicators based on these studies and analytical assumptions.</p><p> </p><p>In the study it appeared that all of the three studied associations largely present their goal-attainment in the statement of activity, which is a part of the annual report. The financial key performance indicators that appeared were “the equity ratio” and “the gross profit margin”, which are considered to be appropriate for these three sport associations. It also appeared that the described appropriate non financial key performance indicators could be used as statistical measures to show the three studied association’s goal-attainments and with that consolidate the credibility in their annual reports.   </p>

Abstract Recently the printing industry in Taiwan has experienced great difficulty in the business, as a result of industry relocation, drastic decrease in demand, increase in manpower cost and massive use of commercial high speed machinery, contributing to an unbalance of supply and demand, quick drop in gross profit, falling into unfavorable price cut, and immense market competition. In the era of knowledge economy and lean profit, if lacking of strategic thought, selecting a Key Performance Indicator (KPI), suitable for its own industrial strategic execution, one would bound to face great difficulty in sustaining its business. In this regard, this study targets at selection of KPI in the printing industry and attempts to use four prospective of the Balanced Scorecard (BSC) with Analytic Hierarchy Process (AHP) for exploring the implementation feasibility. In order to verify and refine the first outcomes of AHP (Analytic Hierarchy Process) analysis, this stuy did the second AHP analysis and adopts the second outcomes as the conclusion.They are as follows: 1. These are the priorities of the four factors on the second layer: ¡§Internal Business Process Perspective¡¨ goes first, ¡§Learning and Growth Perspective¡¨ second, ¡§Financial Perspective¡¨ third, and ¡§Customer Perspective¡¨ last . 2. The top six prioities of the 16 indicators on the third layer are the below: ¡§Short cycle time¡¨ goes first, ¡§Passing rate of skill examination¡¨ second, ¡§Value in wastage of raw material¡¨ third, ¡§Customer complaint figures¡¨ fourth, ¡§Improvement plan figures¡¨ fifth and ¡§Sales growth rate¡¨ sixth. Keyword: Key Performance Indicator, Balanced Scorecard, Analytic Hierarchy Process

The purpose of this paper was, on the basis of the association’s annual reports, to describe appropriate key performance indicators for non-profit associations. The purpose was furthermore to study how the associations show their goal-attainment.   The research was delimited to contain the second category of non profit associations, which include sports associations. The authors choose three non profit associations, which according to the law, shall draw up annual reports. The three ice hockey associations HV71, MODO Hockey and Frölunda Hockey Club, were thereafter chosen on the basis of those delimits. The research was furthermore delimited to include the parent associations only.     The authors obtained the basis of the paper through studies of literature and annual reports and via an interview. The authors described different key performance indicators based on these studies and analytical assumptions.   In the study it appeared that all of the three studied associations largely present their goal-attainment in the statement of activity, which is a part of the annual report. The financial key performance indicators that appeared were “the equity ratio” and “the gross profit margin”, which are considered to be appropriate for these three sport associations. It also appeared that the described appropriate non financial key performance indicators could be used as statistical measures to show the three studied association’s goal-attainments and with that consolidate the credibility in their annual reports.

The overall target of the maintenance management system is to improve the role of a maintenance organization in positively impacting production capacity, products quality, safety and also overall production cost. In the course of ensuring the above mentioned benefits, the maintenance system should be designed under an umbrella of appropriate strategy that is developed in line with the company’s major business objectives. The thesis work is focused on developing a model that assist the design of a maintenance strategy which is linked with the company’s major business objectives. And for this the balanced score card approach is utilized. Then the model’s application is tested in a case company with the general procedures described below. The business requirements by the customers, which are translated to business objectives of the case company, were used as starting points. Then the production performance indicators were checked for their effectiveness in addressing the business objectives of the company. After this, a maintenance strategy with approaches to address the business objectives of the company, which are expressed by the production performance indicators, was developed with potential maintenance performance indicators. The result showed that the different elements incorporated in the model developed are appropriate in linking the maintenance activities with the company’s business objectives as can be observed from the analysis made on the case company.

Outsourcing is a popular name in the employ market. It is a common situation for enterprises to adopt the outsourcing system instead of hiring employees in order to achieve the goals of cost-down and elevate the competency of enterprises. Especially at the lower level technical and heavy physical- loaded industries. China Steel Corporation (CSC) has been experiencing of applying the outsourcing system on site-work over thirty years. CSC and the subcontractor are becoming a symbiosis relationship. Nevertheless, most of the documents focused on the research between the workforce flexibility and organization performance of the subcontract system, it¡¦s rare to investigate the integral job performance which are resulted from the cooperative working model in specific factory. Moreover, there are problems to be improved during the long period operation experiences under the similar symbiotic structure, such as work safety, quality, efficiency, management of manpower etc. which lead to results that are unsatisfied working performances. But there is no actual performance evaluation system to verify. This research conducts to find out the key successful factors and construct the key performance index of mechanical maintenance for job performances evaluation. It can be utilized to promote continuously for synchronizing maintenance performances of CSC and subcontractors. Eventually, enterprises¡Boutsourcing employees and subcontractors can get the best of benefits from each other. This research applies the method of Analytic Hierarchy Process (AHP) to conduct interviews from experts and questionnaires survey. It was capable to be calculated the key performance factors weight for the references of the performance evaluation standard. Furthermore, the key points of recognition of maintenance performances from supervisors were analyzed the weight differentiations of sections¡Bpositions¡Bfield experiences from the EXCEL statistic program. The final conclusions were: 1 The priority to weight Key Performance Indexes of mechanical maintenance on main hierarchy structure are management of manpower(0.346), equipment maintenance(0.27), preparation of material(0.148), working environment(0.122) , working method planning(0.113)¡C 2 The top 80 % of KPI¡¦s weight include 14 items listed as below: 2.1 promotion of reliability of equipment maintenance. 2.2 reduce the rate of resignation. 2.3 promotion of numbers of qualified for the testing of technical and operation licenses. 2.4 decreasing the waiting time of materials during the repair period. 2.5 increase periodical training hours. 2.6 elevate the level of education. 2.7 reduce accident occurring rate. 2.8 reduce the times of safety working accidents 2.9 reduce the trouble shooting time. 2.10 raise the rate of presence. 2.11 reduce the break down hours of equipments. 2.12 reduce the numbers of break down equipment. 2.13 raise amounts of equipment improvement proposals. 2.14 raise amounts of operation method improvement proposals. 3 From the individual survey analysis, it shows that there are obvious differentiation related to the management of manpower¡Bequipment maintenance¡Bworking environment. 4 Based on different sections perspectives, it shows that even though most of the sections are consistent, but having diverse recognition were found. It means that only a slice difference can be observed overall. 5 Based on different positions perspectives, it shows that different levels of authority are consistent in top two KPI indexes on main structure. the others indexes have slice differences. 6 Based on different experienced perspectives, it shows that reverse result occurred between veterans and people who are not experienced for long time of work, and the former focus on the management of manpower; the latter focus on equipment maintenance.

The introduction of the Strategy Maps cooperate with the Balanced Scorecard(BSC) of Kaplan and Norton of 2003, the application and studying more and more on the practice and academy. In some papers mention the current BSC theory of the limit; there are no any research of interaction influence relation in BSC, Strategy goal, Performance Index and taking action etc. But it is the complicated dynamics relation between the BSC strategy action and the internal process of organization. Most of managers often pays close attention to neglecting the strategy goal long-termly in a short time, the side effect and sequelae caused by the fact that take action in strategy are influenced, form and judge the situation which feedbacks information by accident even more, namely the one that cause strategy planning is improper, then make the push benefit of the strategy goal not so good as expectancy. It can solve the problem of dynamic, If combine in BSC with the system dynamics method. Interaction mechanism and method of probing into enterprise's strategy goal and performance while measuring that the purpose of this research is here, draw the strategy map and weigh the goal and weigh the causality of the project with enterprises, Set up system dynamics model in accordance with its causality, analyze the result observed in simulation, find out the factor that drive succeeds, select the key index needed in order to finish the strategy goal. The main purpose, (1) to set up: The expansion of strategy map and Balanced Scorecard, and utilize the system dynamics method to carry on planning, simulation, procedure and tests. (2) To analyze: Through the interaction simulation of the test between performance index and strategy goal, looking for the best key performance index and the revise of policy and strategy. The research approach adopts the system dynamics method mainly, the materials which carry on case study are collected and analyzed; ' The procedure of planning, design and measurement of enterprise's strategy goal ' utilizing this research to be put in order, by the expansion of the strategy map and Balanced Scorecard, carry on the setting-up, simulation, test and analyzing of the system dynamic model. Use to propose the conclusion of this research. Study the conclusion: (1) with the causality of the BSC strategy goal project, there is influence of side effect and sequelae. (2) Imitate the execution achievement of the BSC strategy goal action scheme with the system dynamics method, can be the reference for policy planning and adjustment of the strategy. (3) With the side effect in the strategy goal causality of the Balanced Scorecard, support to conclude the performance index measurement. (4) Utilize the simulate test of system dynamics, look for the leading index in the system. (5) Study and put in order the basic system dynamics model of Balanced Scorecard. Expect that enterprises can use system dynamic to improve the whole benefit for a long time of enterprise's strategy goal to organize effectively. Lastly, to address the research result that in meaning on of managing, study limitation and the suggestion with follow-up research.

The steel industry is always considered as the traditional industry that unwilling to make an investment in new information technology, besides several annual sales volumes and more than 3 billion large scale steel maker, there are very few has implemented MIS, eERP, SCM, CRM,etc. that mean the Steel Industry Supply and Demand Chain to take electronization , still have long way go too, even so, the government , society , big factory , information industry person promote the mental and physical efforts of the bet in enterprise's electronization , the government offers favourable measure , society to make the standard , big factory of the industry and invest in the person who carries out the case and best instance , information industry of electronization and provide aid of technology etc., the effect carried on in big electronization specifically of factory is obvious to all, but the information drop of visiting a existence from upstream to downstream in the supply and demand chain is still quite great, the information hedge among enterprises, reduce the transparency of information , the unfairness of the trade, delay, the obstacle of linking up among enterprises fails to suppress effectively, to stepping the enterprise , transnational towing the Utopia in coordination with the commercial speech. This article is focus on ¡§What is the development trend of the Steel Industry¡¦s supply and demand chain systems?¡¨, and how the steel downstream and upstream complay with it , and in order to build and construct the information structure of the supply and demand chain of the steel industry in management tactic topic that the information transparency improves among enterprises (B2B), what happen in relevant enterprises in running the supply and demand chain implementation project? Especially,what need to be changed in existing systems? What is the driver of the changes? As to extant information system, is there any new or change requirements that revise in these decisions? The author has participated in practice going through and experience of every special project actually in the case company over the past over years by ten, extract with a case of chain electronization of supply and demand, make into the research paper of the case. The case company was established in 1973, the total capital is more than 3,200 million NT$, plate the surface steel factory Cold-Rolled, Galvanized Steel Coils, Printed Color Steel Coils for the representative and medium-and-large-sized consistent homework in Taiwan , Southeast Asian steel industry , there is cold-rolled , zinc-plated , roast intact consistent homework procedure of paint, total sales amount is NT$18,900 million in 2004, a customer-oriented, at the orientation builds and constructs one steel industry model as, " We are not biggest but will be the best " , " Investigate steel industry second by enterprise model popularity for eight years in succession international high to is it cold-rolled speciality have , plate surface steel factory march toward to make a profit. Give a new lease of life to and shorten and hand over a procedure, purchases to the procedure , guest and tells the procedure the procedure and system, good staff , shareholder , customer , social relationships that and is devoted to establishing at the same time ; Quality exceeding customers' expectation , Ethical business conduct, Safe and pleasant working environment , Personal development through challenging work, Fair reward to employees , set up the good mechanism of communication with supplier and customer, it is satisfied with the environment to create the staff , feedback the social home town. With the quality policy that ¡§Correctly grasp each customer's expectation¡¨, the market coming to get up because should be new developing, new customer develop and set up with the new stronghold , set up dynamic fast reaction system , react fast , make policy fast , hand in one quickly , serve fast. The case company always offers better quality products to meet customer's demand , maintain better equipment stability and efficiency. In the tactics of expanding of the market , pay attention to the technological innovation and study development , develop the high additional value products , research and develop the new technology , new application, it set up SCM , CRM , BI ,etc. information infrastructure, give play to ' pursue to the good and not only on to the good ' spirit, cooperate in coordination, set up international and specialized dull and stereotyped steel product group. This thesis carries on the process as follows. To study and present having it about the steel industry and supply and demand chain and the article of the relevant field of transparency of information first . And then state taking action and describing reason of special project designed to solve above-mentioned problems. Then, important incidents happened during taking action of discussion, and explain the case company during special project in order to implement the topic produced of information systems which constructs the supply and demand chain of the steel industry , will to address considering the key factor and key performance and assessment model of the e-SCM and information transparancy implementation, and to provide as a consultation and good application example to the relevant enterprises of steel in the electronic tactics of the supply and demand chain finally.

Balanced scorecard is a management system, which can be used for implementing organized strategy. Balanced scorecard, originated in America in 1990, emphasizes four-dimension performance appraising should be measured by strategy and be linked to business compensation and reward system. Likewise, Balanced scorecard is not only a performance measurement system, but also a management system linking with the strategy planning and reward system. This research is positioned as a case study focusing on one stock-published company in Security Industry and trying to analyze industry environment. In this research, Balanced scorecard can be considered as strategy-base carrying out BSC model by interview and case study . The purposes are listed as below: 1. Using Balanced Scorecard system in Security Industry company 2. Planning Key Performance Index in Security Industry company. 3. Discussing the necessity for Security Industry and suggest future direction for case company and researchers.

<p>The overall target of the maintenance management system is to improve the role of a maintenance organization in positively impacting <em>production capacity, <em>products quality, safety and also <em>overall production cost. In the course of ensuring the above mentioned benefits, the maintenance system should be designed under an umbrella of appropriate strategy that is developed in line with the company’s major business objectives. </em></em></em></p><p>The thesis work is focused on developing a model that assist the design of a maintenance strategy which is linked with the company’s major business objectives. And for this the balanced score card approach is utilized. Then the model’s application is tested in a case company with the general procedures described below.</p><p>The business requirements by the customers, which are translated to business objectives of the case company, were used as starting points. Then the production performance indicators were checked for their effectiveness in addressing the business objectives of the company. After this, a maintenance strategy with approaches to address the business objectives of the company, which are expressed by the production performance indicators, was developed with potential maintenance performance indicators.</p><p>The result showed that the different elements incorporated in the model developed are appropriate in linking the maintenance activities with the company’s business objectives as can be observed from the analysis made on the case company.</p>